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Monday, April 17, 2000
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UNC's Next Leader Unplugged:
Moeser Takes Stances, Shares
9-Year Vision for University
Bv Rob Nelson
Editor
DTH: Your election probably was the cap in a his
toric year at this University for a number of reasons. It’s
just been a tumultuous year, and I wanted to get your
opinion on some of the larger events of this year.
Obviously the tuition increase was a major issue in
terms of balancing out faculty salaries with the tuition
priorities and capital improvements. What is your phi
losophy in terms of when and when not to raise tuition?
Moeser: Well, I think there’s a fundamental issue
that is really critical and that is that public universities
serve a public mission, and we must never price our
selves to the point that there really is an economic bar
rier to access. What
we’re really talking
about is access to a full
life in America. A col
lege education really is
the entry point.
If we put a barrier
there, then we’re saying
to a certain sector of
society ‘You don’t have
that opportunity.’
Having said that, I
favor and I supported
what this University has
embarked on because 1
think that as long as we
are very careful to keep
in place sufficient finan
cial aid and need-based
scholarships so that we
can honesdy be able to
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say that no student who is qualified to be admitted to
this campus and who we think is academically likely to
succeed ... those students should never be denied an
opportunity on the basis of financial aid.
So I think if we can satisfy that concern, then I think
it is appropriate for students who are able to pay a larg
er portion of the cost of their education to do that. This
state historically has subsidized the cost of education to
a much larger extent than most of the states.
So I think it’s not unreasonable that students who are
able should, in fact, pay a larger portion of the burden but
still relying on the state to provide the major subsidies.
DTH: Another issue was the Clayton bequest in
September that allowed for the construction of a free
standing Black Cultural Center on campus. As incom
ing chancellor, how do you foresee handling diversity
issues on campus?
Moeser: Clearly diversity has been a major issue for
me on the Nebraska campus and, in fact, it’s a big issue
in America. There’s no institution that shouldn’t be
involved and immensely concerned about it.
We’ve made enormous changes, but we have many
changes yet to be made. I am convinced that is part of
the goal of being a great university. If the university is
not committed to real diversity, then it won’t realize it’s
greatest goals for itself, because it’s part of the educa
tional experience. This has been a particularly acute
James C. Moeser
Bora; April 3,1939, in Lubbock, Texas
> & Education University of Texas-Austin, bachelor of music with honors (1961),
I master's in musicology (1964). Studied in Berlin and Paris as a
;Jk Fulbright Scholar.
r University of Michigan, doctorate in musical arts (1967).
Career University of Kansas, concert organist assistant professor and organ
division chairman (1966), dean of the School of Fine Arts (1975).
Pennsylvania State University, dean of the College of Arts and
Architecture, executive director of University Arts Services.
University of South Carolina, vice president for academic affairs
and provost (1992).
University of Nebraska-Lincoln, chancellor (1996).
University of North Carolina-Chapel Hill,
chancellor, effective Aug. 15,2000.
Professional Director, National Association of State Universities and Land Grant
Colleges. Member, Kellogg Commission on the Future of State and Land-
Grant Universities. Former president, American Guild of Organists.
Family Wife: Susan Dickerson Moeser, concert organist faculty member of
University of Nebraska School of Music.
Son: Chris, a reporter for the Arizona Republic newspaper.
Daughter Carter, a doctoral candidate in physical therapy at Arizona
School of Health Services.
issue in Nebraska which is a far less diverse state than
North Carolina. There are not many people of color
historically in that state, although increasingly the
demography even in Nebraska is changing rapidly.
Diversity, I think, needs to be discussed in two para
meters. One, quantitative, in terms of the numbers of
individuals, both faculty and staff and students. But
then, more importandy, qualitative. How well do we
embrace people who are different from us? How much
time do we spend getting to know people who have dif
ferent religious, cultural views, national origins or eth
nicities? How much interaction is there and mutual
respect and even friendship? So that people who have
gready different political views can sit down and have
civil discourse with each other.
DTH: With what mechanisms do you handle the
quantitative part of it?
Moeser: Well, in terms of quantity, we’ve been quite
deliberate. We’ve established scholarships, as I think
you have in North Carolina, which really target, and so
far we’ve been able to do that without any court chal
lenges. One always worries about that. And in terms of
faculty, we set aside $400,000 just to create a target of
opportunity fund that is a temporary fund to increase
the number of minority faculty.
For example, pfjthe new faculty hires this next year,
76 percent of them are either women or minorities.
DTH: How do you see your role in pushing the bond
package through the legislature this summer?
Moeser: It’s absolutely critical. I will take that as a
special priority because I think we have about a two
month period in which to work. I’ll lobby individual
legislators, I’ll make speeches, and I think it’s also a
matter of generating public support for that issue.
DTH: In terms of the bond package, how do you build
the kind of rapport with the state that at this point
you’re going to need as someone coming from Nebraska
to North Carolina?
Moeser: Well, it’s a matter of building one relation
ship at a time. In a way it’s like working with the press.
I will be straight with you. I might not answer all your
questions, but I’ll never tell you a lie. I think working
with legislators is the same way. It’s building personal
credibility. Personally getting to know people and
establishing a comfort level and a level of trust - cred
ibility that when I take something to them and tell them
that we need something that they believe that I don’t
ask for something that we don’t need. Recognizing that
they have a tough job, too, because they’ve got lots of
good requests and a limited amount of funds. So that’s
always a tough call as to what their priorities are.
DTH: I’ve heard that fund raising is your forte.
Moeser: I’d like to think it is.
DTH: How’s that cultivated?
Moeser: Same way. It’s the same technique really.
First you’ve got to establish your own credibility.
Secondly, you have to believe in what you’re talking
about. And that’ll be the easy part. I won’t have any dif
ficulty talking about the quality of the programs.
Third, the person you’re talking to has to have some
connection to the institution and believe in it and be
motivated. And that’s again going to be, not easy, but
certainly assisted by the fact that this University has
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maybe the most loyal alumni base of any public uni
versity in the nation. And fourth, there’s an enormous
amount of wealth turning over in there, and the tax
laws actually favor this. It almost forces people of
wealth to give away some of that money or pay it in
taxes. So it’s a good environment in which to raise sig
nificant amounts of money.
DTH: One of the key issues Chancellor Bill McCoy’s
had to deal with has been UNC’s role in labor licensing,
whether to stay in the Worker Rights Consortium or the
Fair Labor Association. Where do you sit on that issue
in terms of what UNC’s role should be?
Moeser: It is a pertinent issue, and I understand that
Chancellor McCoy now has made a decision now to
join both organizations. I would certainly be opposed
to withdrawal from the FLA for a variety of reasons.
Membership in the FLA is the only way you’re going
to sit at the same table with manufacturers and have
real leverage. And when neutral parties will serve as
monitors. It is an issue, and I think that’s the right
course.
DTH: Carolina Computing Initiative in the fall -
one of Chancellor Michael Hooker’s more tangible lega
cies. How ready is UNC for that initiative, and how do
you see its implementation being played out?
Moeser: I only know about CCI in the broad sort of
outline. I know what it does. Only a few public uni
versities have taken this step. It puts Carolina at the cut
ting edge. 1 think it’s the right thing to do. The advan
tage to requiring it is that it allows students to put it on
their financial aid.
My concern is and the question I would ask is has
the University done its part to make sure the infra
structure is in place to support all these laptops. I don’t
know the answer to that question. I assume it has. I
hope it has.
DTH: Another concern this year has been the corpo
rate links the University has, particularly with Nike
and Wachovia. Do you understand the argument of peo
ple who see that as selling out?
Moeser: Sure. I understand that. But you’re talking
to somebody who’s done some of those same deals. We
did a $24 million Pepsi deal in Nebraska. Our alumni
association has had similar deals with bank cards and
so forth.
Are there potential dangers? Yes. But I think the
question is, are there safeguards in place and do the
advantages outweigh any potential disadvantages? In
the case of our Pepsi dead, for example, it helped fund
undergraduate research projects, need-based scholar
ships, and it basically created a permanent sll million
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endowment, which primarily supports student services
and the quality of life on the campus.
So I’m in favor of those kinds of relationships, but I
recognize that they’ve got to be structured carefully so
we don’t sell our birthright. The University is not for
sale, and we must never let it be for sale. But partner
ships with the private sector, on the other hand, are
entirely appropriate.
DTH: You walk into next year already faced with the
task of having to fill the top academic position at the
school. Do you see it as the chance to build your own
team or is it somewhat daunting?
Moeser: Actually, 1 relish the opportunity of build
ing my own team. I look at it as more of an opportu
nity than a threat, by far. So I’m not at all concerned
about that.
DTH: What qualities do you want to see in the next
provost?
Moeser: Good question. One, a person who has the
absolute respect and confidence of the faculty.
Someone who comes out of a solid academic back
ground. All things being equal, I would prefer someone
who is a scientist since I am an artist. I think someone
who can clearly understand the hard sciences or the
physical sciences or social sciences or health sciences.
I think that would clearly be my preference. I don’t
want to rule out a humanist, but I want someone who
complements my perspective.
DTH: Compare yourself to Chancellor Hooker’s
vision for the University.
Moeser: In many
tion of his vision. It'
public university in
Carolina should co
embrace those concc
DIH: What new i
oj that visions must)
Moeser: The tweii
form of more strate
define clearly wh;n
University are so th:
where we want to pu
DTH: One critinsi
from a student perspi
pus and interaction u
much will students
Moeser: 1 have a
this campus, and I t
time, I have to balon
pus with the need I
Allen said that 90 jx 1
one thing I'll promise
DTH: What is you
Moeser: I’m a tin
details. I would be a
DTH: What part <
Moeser: I just don
is that financial mat
bills, she keeps track
those duties. So I’m '